Case Study for Information Management 資訊管理個案

1. Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft (Chap. 7) Case Study for Information Management 資訊管理個案 1031CSIM4C07 TLMXB4C (M1824) Tue 2, 3, 4 (9:10-12:00) B425 Min-Yuh Day 戴敏育 Assistant Professor 專任助理教授 Dept. of Information Management, Tamkang University 淡江大學資訊管理學系 http://mail. tku.edu.tw/myday/ 2014-10-28

2. 課程大綱 (Syllabus) 週次 (Week) 日期 (Date) 內容 (Subject/Topics) 1 103/09/16 Introduction to Case Study for Information Management 2 103/09/23 Information Systems in Global Business: UPS (Chap. 1) 3 103/09/30 Global E-Business and Collaboration: NTUC Income (Chap. 2) 4 103/10/07 Information Systems, Organization, and Strategy: iPad and Apple (Chap. 3) 5 103/10/14 IT Infrastructure and Emerging Technologies: Salesforce.com (Chap. 5) 6 103/10/21 Foundations of Business Intelligence: Lego (Chap. 6)

3. 課程大綱 (Syllabus) 週次 (Week) 日期 (Date) 內容 (Subject/Topics) 7 103/10/28 Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft (Chap. 7) 8 103/11/04 Securing Information System: Facebook (Chap. 8) 9 103/11/11 Midterm Report (期中報告) 10 103/11/18 期中考試週 11 103/11/25 Enterprise Application: Border States Industries Inc. (BSE) (Chap. 9) 12 103/12/02 E-commerce: Amazon vs. Walmart (Chap. 10)

4. 課程大綱 (Syllabus) 週次 日期 內容（Subject/Topics） 13 103/12/09 Knowledge Management: Tata Consulting Services (Chap. 11) 14 103/12/16 Enhancing Decision Making: CompStat (Chap. 12) 15 103/12/23 Building Information Systems: Electronic Medical Records (Chap. 13) 16 103/12/30 Managing Projects: JetBlue and WestJet (Chap. 14) 17 104/01/06 Final Report (期末報告) 18 104/01/13 期末考試週

5. Chap. 7 Telecommunications, the Internet, and Wireless Technology: Google, Apple, and Microsoft

6. Case Study: Google, Apple, and Microsoft (Chap. 7) Google, Apple, and Microsoft struggle for Your Internet Experience 1. Define and compare the business models and areas of strength of Apple, Google, and Microsoft. 2. Why is mobile computing so important to these three firms? Evaluate the mobile platform offerings of each firm. 3. What is the significance of applications and app stores to the success or failure of mobile computing? 4. Which company and business model do you believe will prevail in this epic struggle? Explain your answer. 5. What difference would it make to you as a manager or individual consumer if Apple, Google, or Microsoft dominated the Internet experience? Explain your answer. Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

7. Overview of Fundamental MIS Concepts Business Challenges Management Organization Information System Business Solutions Technology Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

8. Understanding Business Model Business Model Revenue Model Business Strategy Business Strategy and Information System Alignment

9. Business Model

10. Value

11. Business Model 8 6 2 4 1 KeyPartners Key Activities Value Proposition CustomerRelationships CustomerSegments 3 7 Key Resources Channels 9 5 Cost Structure RevenueStreams Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.

12. Definition of Business Model A business model describes the rationale of how an organizationcreates, delivers, and capturesvalue. Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.

13. E-commerce Business Models Portal E-tailer Content Provider Transaction Broker Market Creator Service Provider Community Provider Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

14. E-commerce Revenue Models Advertising Sales Subscription Free/Freemium Transaction Fee Affiliate Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

15. Types of E-commerce Business-to-consumer (B2C) Business-to-business (B2B) Consumer-to-consumer (C2C) Mobile commerce (m-commerce) Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.

16. Definition of Business Model A business model describes the rationale of how an organizationcreates, delivers, and capturesvalue. Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.

17. Business Model Canvas Key Activities Customer Relationships Key Partners ValuePreposition Customer Segments Key Resources Channels Cost Structure RevenueStreams Source: http://nonlinearthinking.typepad.com/nonlinear_thinking/2008/07/the-business-model-canvas.html https://www.youtube.com/watch?v=QoAOzMTLP5s

18. Business Model Canvas Infrastructure Management Customer Interface Product Key Activities Customer Relationships Key Partners ValuePreposition Customer Segments Key Resources Channels Financial Aspects Cost Structure RevenueStreams Source: http://nonlinearthinking.typepad.com/nonlinear_thinking/2008/07/the-business-model-canvas.html https://www.youtube.com/watch?v=QoAOzMTLP5s

19. Business Model Canvas Explained Source: http://www.youtube.com/watch?v=QoAOzMTLP5s

20. The 9 Building Blocks of Business Model 2 8 6 4 1 3 7 9 5 Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.

21. The 9 Building Blocks of Business Model Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.

22. The 9 Building Blocks of Business Model 1. Customer Segments • An organization serves one or several Customer Segments. 2. Value Propositions • It seeks to solve customer problems and satisfy customer needs with value propositions. 3. Channels • Value propositions are delivered to customers through communication, distribution, and sales Channels. 4. Customer Relationships • Customer relationships are established and maintained with each Customer Segment. Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.

23. The 9 Building Blocks of Business Model 5. Revenue Streams • Revenue streams result from value propositions successfully offered to customers. 6. Key Resources • Key resources are the assets required to offer and deliver the previously described elements… 7. Key Activities • …by performing a number of Key Activities. 8. Key Partnerships • Some activities are outsourced and some resources are acquired outside the enterprise. 9. Cost Structure • The business model elements result in the cost structure. Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.

24. Business Model 8 6 2 4 1 KeyPartners Key Activities Value Proposition CustomerRelationships CustomerSegments 3 7 Key Resources Channels 9 5 Cost Structure RevenueStreams Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.

25. Business Model Generation Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.

26. Business Model Generation Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.

27. Source: Alexander Osterwalder & Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley, 2010.

28. Source: http://bmimatters.com/tag/business-model-canvas-examples/

29. Source: http://bmimatters.com/tag/business-model-canvas-examples/

30. Source: http://bmimatters.com/tag/business-model-canvas-examples/

31. Source: http://bmimatters.com/tag/business-model-canvas-examples/

32. Source: http://bmimatters.com/tag/business-model-canvas-examples/

33. Source: http://bmimatters.com/tag/business-model-canvas-examples/

34. 34 Source: http://businessmodelcombo.wordpress.com/2011/02/04/what-would-a-sustainable-techno-cake-business-model-look-like/

35. CustomerValue Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012

36. Marketing “Meetingneedsprofitably” Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012

37. Value the sum of the tangible and intangible benefits and costs Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012

38. Value Total customer benefit Customer perceived value Total customer cost Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012

39. Customer Value Triad Quality Service Price Quality, Service, and Price (qsp) Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012

40. Value and Satisfaction • Marketing • identification, creation, communication, delivery, and monitoring of customer value. • Satisfaction • a person’s judgment of a product’s perceived performance in relationship to expectations Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012

41. Building Customer Value,Satisfaction, and Loyalty Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012

42. Customer Perceived Value Product benefit Total customer benefit Customer perceived value Services benefit Personnel benefit Image benefit Total customer cost Monetary cost Time cost Energy cost Psychological cost Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012

43. Satisfaction “a person’s feelings of pleasure or disappointment that result from comparing a product’s perceived performance (or outcome) to expectations” Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012

44. Loyalty “a deeply held commitment to rebuy or repatronize a preferred product or service in the future despite situational influences and marketing efforts having the potential to cause switching behavior.” Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012

45. Customer Perceived Value, Customer Satisfaction, and Loyalty Customer Perceived Performance Customer Perceived Value Customer Satisfaction Customer Loyalty Customer Expectations Source: Philip Kotler & Kevin Lane Keller, Marketing Management, 14th ed., Pearson, 2012

46. CEO CIO CFO CEO Strategy and Sales (Leading) CIO Enterprise Technology Integration CFO-COO Finance and Operations (Lagging) Source: http://www.r3now.com/what-is-the-proper-relationship-for-the-cio-ceo-and-cfo/

47. CEO CIO CMO CEO Strategy and Sales (Leading) CIO Enterprise Technology Integration CMO Marketing Communication Adapted from: http://www.r3now.com/what-is-the-proper-relationship-for-the-cio-ceo-and-cfo/

48. CEO CIO CMO CEO Vision Strategy CMO CIO Mission Tactics Goals Objectives Operations Tasks Adapted from: http://www.argowiki.com/index.php?title=The_Relationship_Between_the_CEO_and_CIO

49. Nothing is so practical as a good theory Source: Backer & Saren (2009), Marketing Theory: A Student Text, 2nd Edition, Sage

50. COMPONENTS OF A SIMPLE COMPUTER NETWORK Source: Kenneth C. Laudon & Jane P. Laudon (2012), Management Information Systems: Managing the Digital Firm, Twelfth Edition, Pearson.